Estado Futuro fue una conferencia internacional, organizada en conjunto con la  Organización para la Cooperación y el Desarrollo Económicos (OECD) el 30 y 31 de Marzo en el GAM,  que abordo temáticas de innovación en el sector público, donde más de 300 expertos y actores – como Ministros, Jefes de servicio, funcionarios, académicos e innovadores públicos – compartieron experiencias sobre los desafíos que enfrentan hoy los gobiernos para diseñar e implementar sus agendas de innovación pública.  Para saber más de Estado Futuro, ingresa a www.estadofuturo.cl

1. Kit Presentaciones
Conferencia Internacional Innovación Pública Estado Futuro
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2. 2
Partnerships of Value
- The Portuguese Case

3. 3
Partnerships of Value – The Portuguese Case
Innovation for a Smart Government
The Clusters Agenda
The Lab Experience
The Procurement Solution
Challenges for the Future

4. 4
The Clusters Agenda

5. 5
Portugal’s economic space possesses distinctive assets, namely resources whose
potential should be boosted and effectively exploited by the economic agents.
Climate and
Ecosystems
• Tourism
• 14% of exports
• World player with vast potential:
Health&Welbeing, Residential, MICE,
Pleasure
• Energy
• Untapped endogenous potential (solar,
water)
• 3rd EU country by share of renewable
energy in electricity consumption.
Sources: Bank of Portugal, National Statistics Institute, WTTC, UE, ES Research - Sectoral
Research.
Portugal Exclusive
Economic ZonePortugal Exclusive
Economic Zone
(extension)
• Exclusive Economic Zone
• Untapped resources
• Know-how and tradition:
ports, shipbuilding, ports
logistics and terminals,
fishing, renewable energies,
research
Sea
• 38% of the territory, possible up to 60%
• 9th European country by protected
forest area
• World-class industry
• Three companies in the world’s top 100
• High national added value (71.4%)
• 10% of the national exports
Forest
• Reference producer of
copper, tungsten and lithium
at European and world level
• Untapped potential attractive
to international players
• International demand
tending to grow
Minning
4

6. 65
Portugal has a large portfolio of sectoral assets to promote economic growth that
can presented as following.
Tradicional exporting
sectors
Promote distinctive
Portuguese products
▪ Cork
▪ Ceramics
▪ Textiles
▪ Shoes
▪ Mining
▪ Glass
▪ Furniture
▪ Fishery
▪ Furniture
▪ Tourism
▪ Wine
▪ Moulds
▪ Stones
Domestic
sectors
Promote new markets for
sectors with diminishing
internal demand
▪ Construction
▪ Wholesale & Retail
▪ Engineering
▪ Infrastructures
New sectors
Promote distinctive
Portuguese products
▪ Health
▪ Education &
Research
▪ Technology
▪ Entertainment
Source: Mckinsey.

7. 7
Examples of New Clusters in Portugal
Health
Education and
Knowledge
Technology and Leisure
Destination for
treatment of high value
diseases requiring
recovery period
Talent attraction and
development hub
Sector specific incubator
of technology
entrepreneurship
▪ Superior quality in
Portugal in R&D
centres and cutting-
edge diagnosis and
treatment units
▪ Prime destination for
aesthetic, dental and
orthopaedic treatments
requiring recovery
period (“medical
tourism”)
▪ Permanent move –
top quality
undergraduate and
postgraduate studies
and other professional
training courses
▪ Temporary move:
interchange
programmes
▪Technology business
clusters
(infrastructures, UR/
universities, tax
incentives) in areas of
excellence in Portugal
6Source: Mckinsey.

8. 8
The Lab Experience

9. 9
A Platform for Innovation

10. 10
Sharing knowledge and innovation agenda
Benchmarking network
• Best international practices
• Know-how and technology as
innovation accelerators
Collaboration and demonstration
•Sharing experience
•Thematic workshops
•Demonstration of solutions
Excellence and innovation center
•Ideias generation
•Experimentation
•Data transformation into information

11. 11
Sharing knowledge and innovation agenda
Benchmarking
sessions
•Best practices
•Reference entities
Solution
demonstrations
• Product and solutions
demos
Thematic
Workshops
•Knowledge sharing
•Experts participation

12. 12
The Procurement Solution

13. 13
Public Procurement

14. 14
eSPap | Public Procurement
An agenda of quality of service and organisational efficiency :
› Speed up and simplify purchasing process comparing to usual
public tender procedure time limit;
› Contracts awarded under the terms of FA set up by eSPap do not
have a threshold value as long as Public Procurement Code (CCP)
is respected (under article 259º of CCP);
› To ease procedure documentation since FA determines a set of
contracting rules;
› Electronic platform developed to support all FA procedures (fully
customized and free of charge);
› Free subscription to SNCP (Portuguese Public Procurement System)
therefore purchase using FA are not compulsory for voluntary
entities.

15. 15
System Governance Model
Community/
Society
Contractors/
Suppliers
eSPap
Interministerial
Advisory Committee
(CIC)
Government
Contracting authorities and entities
(mandatory and voluntary)
Ministry of
Finance
UMC *
(12+2)
Key Stakeholders
* UMC = Ministerial Purchasing Units

16. 16
eProcurement – A strategic tool for Results
e-sourcing e-aggregation
e-noticing
e-tendering /
e-awarding
e-contract e-catalogue e-ordering e-invoicing e-payment
The e - procurement model (components)
Mandatory use
since Nov’ 2009
Voluntary use
Available since Out’ 2015
Voluntary use
Forecasted Out’ 2016
Mandatory use
since Nov’ 2009

17. 17
eProcurement – What we have achieved
Source: Contratação Pública 2013 (Portal Base)
Transparency
Security
Process
•Simplified B2A relation in
Tendering Processes;
•Reduced Paper consume;
•Improved standard Tendering
Process;
•Improved communication;
•Operational management
change.
•Introduction of e-signature and e-
registration
•Workflow document
management
•Improved Data Auditing
processes;
•Monitor the value of contracts
above and below thresholds;
•Improve auditing processes
(faster and more efficient).
Overall Portuguese Public eProcurement Index of 70% in 2013
157.775 e-Tenders closed
4.153 M€ of public expenditure contracts - all sectors -
100% e-Tenders under Framework Agreement Contracts

18. 18
Lean Processes
Strategic Sourcing
Integrated
IT Systems
Develop professional teams and
different sourcing strategies.
Service level agreements.
Total cost of ownership.
Integrating the Supply Chain.
Creating interoperability.
Increasing automation.
Providing a better user
experience.
Contribute to build easy to use and simple
processes.
Set secure and clear rules and regulations.
eProcurement – Vision

19. 19
Challenges for the Future

20. 20
Challenges for the Future
• A New Clusters Engagement
• More Focus on New Systems
• Concentration on Simplicity and
Efficiency

21. 21
Challenges for the Future
• Development of Lab Experiences
• Diffusion of Good Practices
• Evaluation of Results and Impacts